Supervision of Police Personnel

by Iannone, Nathan F.; Iannone, Marvin P.

• ISBN13: 9780136492290
• ISBN10: 0136492290
• Edition: 6th
• Format: Hardcover
• Copyright: 2001-01-01
• Publisher: Pearson College Div

Summary

This book offers complete coverage for leadership training of supervisors in law enforcement and allied fields. The relationships involved in individual and group management methods and the practical techniques for carrying out the various responsibilities of the supervisor are explored. Everyday problems faced by the police supervisor in interpersonal, operational, and administrative relationships with subordinates are also covered in detail. Chapter topics include the supervisor's role, and function in organization, administration, and management; leadership, supervision, and command presence; interpersonal communications; principles of interviewing; psychological aspects of supervision; employee dissatisfaction, grievances, and complaints; discipline principles, policies, and practices; tactical development of field forces; and conference leading. For the training of managerial and supervisory personnel in police departments and law enforcement agencies.

Table of Contents

Preface	xiv
The Supervisor's Role	1	(10)
The Supervisor's Position	2	(2)
Women Supervisors	4	(1)
Technical and Supervisory Competence	5	(1)
Organizational Knowledge	6	(1)
Basic Supervisory Responsibilities	6	(3)
Summary	9	(1)
Review	10	(1)
The Supervisor's Function in Organization, Administration, and Management	11	(20)
The Supervisor's Administrative Functions	12	(5)
Basic Organizational Structures	17	(3)
Division of Work	20	(1)
Unity of Command	21	(1)
Span of Control	22	(1)
Delegation	23	(2)
Personnel Development	25	(1)
The Exception Principle	26	(1)
Completed Staff Work	27	(1)
Summary	28	(1)
Review	29	(2)
Leadership, Supervision, and Command Presence	31	(30)
Resistance to Leadership Training	32	(1)
Developing Leadership Ability	33	(1)
Types of Leaders	33	(2)
Selecting a Leadership Style	35	(1)
Command Presence and Leadership	35	(1)
Elements of Leadership	36	(1)
Motivating Employees	37	(3)
Situational Analysis and Self-appraisal	40	(1)
Leadership Characteristics	40	(2)
The Personality of a Leader	42	(1)
Human Relations and Leadership	43	(2)
Commending and Praising Others	45	(1)
Reprimanding and Criticizing	45	(1)
Knowledge of Subordinates	46	(1)
The Marginal Employee	46	(1)
Giving Orders	47	(3)
Decision Making	50	(1)
Drawing Conclusions	51	(1)
Moderation in Supervision	52	(1)
Fraternization	53	(1)
Setting an Example	53	(1)
Women Employees	54	(1)
Avoidance of Gender Bias---Harassment	54	(1)
Symptoms of Leadership Failure	55	(1)
Summary	55	(2)
Review	57	(4)
The Training Function: Problems and Approaches	61	(12)
The Importance of Training	62	(2)
Instructing as a Supervisory Responsibility	64	(1)
The Constant Need for Training	64	(1)
Principles of Learning	65	(3)
The Learning Process	68	(2)
Learning Patterns	70	(1)
Summary	71	(1)
Review	72	(1)
The Instructional Process	73	(25)
General and Specific Objectives	73	(1)
Job Analysis and Material Selection	74	(1)
The Lesson Plan	74	(4)
Learning by Association	78	(1)
The Five Steps of Teaching	78	(4)
General Problems Affecting Teaching Method	82	(1)
Common Causes of Teacher Ineffectiveness	82	(1)
Teaching Methods	83	(5)
Staff Meetings	88	(2)
Use of Questions	90	(1)
Teaching Aids	91	(1)
Use of Instructional Aids	91	(1)
Types of Teaching Aids	91	(3)
Summary	94	(1)
Review	95	(3)
Interpersonal Communications	98	(22)
Cultural, Environmental, and Psychological Factors	99	(1)
The Processes of Communications	99	(1)
Barriers to Effective Communications	100	(7)
Overcoming Communication Barriers	107	(4)
Characteristics of Communication	111	(1)
Types of Communicators	112	(1)
Written Communications	113	(2)
Manuals---Orders	115	(1)
Briefing	116	(1)
Editing	116	(1)
Typical Deficiencies in Writing	117	(1)
Summary	117	(1)
Review	118	(2)
Principles of Interviewing	120	(24)
Interview vs. Interrogation	121	(1)
Major Functions of the Interview	121	(1)
Preparing for an Interview	122	(1)
Conducting an Interview	123	(1)
Attitude of the Interviewer	124	(4)
Eliminating Bias	128	(1)
Confidential Agreements	128	(1)
Giving Advice	129	(1)
Psychological Reactions in the Interview	129	(1)
Types of Personnel Interviews	130	(9)
Recording Results	139	(1)
Evaluating Results	139	(1)
Causes of Failure	140	(1)
Summary	140	(1)
Review	141	(3)
Some Psychological Aspects of Supervision	144	(22)
Drives, Satisfactions, and Needs	145	(1)
Inferiority Complex	146	(1)
Catharsis	147	(1)
Fixation and Regressive Behavior	148	(1)
The Supervisor and the Frustrated Employee	148	(2)
The Nature of Frustration	150	(1)
Barriers Causing Frustration	151	(1)
Frustration and Performance	151	(2)
Some Common Reactions to Frustration	153	(8)
Preventing Frustration	161	(1)
Relieving Frustration: Some Commonsensical Approaches	162	(2)
Summary	164	(1)
Review	165	(1)
Special Problems in Counseling and Remediation	166	(27)
The Nature of Problem Drinking	167	(1)
Development and Symptoms of Problem Drinking	168	(4)
Some Options in Treating the Deviant Drinker	172	(3)
Counseling Procedures and Techniques---The Problem Drinker	175	(4)
Referral	179	(1)
Counseling Objective	179	(1)
Emotional and Personal Problems	179	(2)
Counseling the Emotionally Troubled Subordinate---General Principles	181	(2)
Emotional Distress---Its Management and Remediation	183	(7)
Summary	190	(1)
Review	191	(2)
Employee Dissatisfaction, Grievances, and Complaints	193	(11)
Causes of Employee Dissatisfaction	193	(1)
Working Environment	194	(1)
Inept Supervisory Practices	195	(1)
Misunderstandings of Policies, Rules, and Procedures	195	(1)
Management Failures	195	(4)
Supervisory Influence on Employee Behavior	199	(1)
Recognizing Employee Dissatisfaction	199	(1)
Supervisory Approaches to Employee Dissatisfactions	200	(1)
Grievances	200	(2)
Summary	202	(1)
Review	202	(2)
Discipline: Principles, Policies, and Practices	204	(17)
Forms of Discipline	205	(1)
Some Adverse Effects of Punishment	206	(1)
Requisites of Punishment	207	(5)
Discipline by Example	212	(1)
Upward Discipline	212	(1)
The Relationships Between Discipline, Morale, and Esprit de Corps	212	(1)
Reversals of Administrative Actions	213	(1)
Results of Unsustained Disciplinary Actions	214	(1)
Complaint Investigation Policy	214	(1)
Objectives of Complaint Investigation Policy	215	(1)
Vicarious Liability	216	(2)
Summary	218	(1)
Review	219	(2)
Personnel Complaint Investigation Procedures and Techniques	221	(30)
Case Preparation: General Procedures	221	(1)
Sources of Complaints	222	(1)
Non-job-related Misconduct	222	(1)
Observed Infractions	223	(2)
Primary and Secondary Complaints	225	(1)
Complainant Interviews	226	(1)
Complaints from Intoxicated Persons	227	(1)
Recording Complaints	228	(1)
Complaint Investigation	228	(11)
Procedural Due Process Requirements	239	(2)
Reporting Procedures	241	(3)
Classification of Complaint Investigations	244	(1)
Discipline and the News Media	245	(1)
Disposition of Complaint	245	(2)
Disciplinary Failures	247	(1)
Summary	247	(1)
Review	248	(3)
Personnel Evaluation Systems	251	(18)
Objectives of the Rating System	252	(1)
A Case for Evaluation Systems	253	(1)
Causes for Rating System Failures	254	(3)
Gathering and Recording Performance Data	257	(1)
Rating Traits	258	(3)
Trait Rating for Promotional Examinations	261	(1)
Categorizing Traits	261	(2)
Setting Standards of Performance	263	(1)
Rating Criteria	264	(3)
Summary	267	(1)
Review	268	(1)
Performance Rating Standards and Methods	269	(22)
Rating Standards	269	(8)
Rater Characteristics	277	(2)
Common Rating Errors	279	(4)
Validity and Reliability of Ratings	283	(2)
Evaluation Period	285	(1)
Rating Methods	285	(2)
Discussion of Rating with Employee	287	(1)
Written Notification of Rating	288	(1)
Summary	288	(1)
Review	289	(2)
Distribution and Deployment of Field Forces	291	(29)
Fixed Post Positions	292	(1)
Patrol Allotments	292	(1)
Assignments Based on Proportionate Need	292	(4)
Overall Average Percentage of Police Needs	296	(7)
Overlapping of Shifts	303	(1)
Distributing Available Field Patrol Personnel	304	(1)
Assignments by Day of Week	305	(2)
Car Plans	307	(7)
Four-ten Plans	314	(2)
Summary	316	(1)
Review	317	(3)
Tactical Deployment of Field Forces	320	(41)
General Supervisory Responsibilities in Unusual Occurrences	320	(1)
Basic Procedures for Unusual Occurrences	321	(4)
Operational Guidelines	325	(1)
Barricaded Persons	325	(2)
Operating Procedures in Hostage and Barricaded Suspect Cases	327	(6)
Civil Disorder	333	(1)
Major Disturbances	334	(6)
Labor Disputes	340	(2)
Disaster Control	342	(2)
Aircraft Crashes	344	(1)
Bomb Threats	345	(2)
Major Fires	347	(2)
Area Searches	349	(1)
Lost Children	349	(3)
Wanted Persons	352	(4)
Summary	356	(3)
Review	359	(2)
Conference Leading	361	(26)
Composition of Conference Membership	361	(1)
The Value of Conferences	362	(1)
Conference Limitations	362	(1)
Considerations Affecting the Calling of a Conference	363	(1)
Why Conferences Fail	363	(2)
Conference Planning	365	(2)
Conference Procedures	367	(1)
Conference Leader Duties and Responsibilities	368	(4)
The Use of Questions in a Conference	372	(2)
The Use of Conference Charts	374	(2)
Pitfalls for Conference Leaders	376	(4)
Conference Members' Duties	380	(1)
Conference Evaluation	381	(1)
Facilities and Materials	381	(2)
Summary	383	(2)
Review	385	(2)
Selected References	387	(4)
Index	391

Excerpts

PrefaceRecognizing that the first-line supervisor plays an indispensable role in the enforcement of American law, and that a straightforward book dealing with the responsibilities of supervisors and the most effective methods of fulfilling these responsibilities was needed, the author wrote the first edition ofSupervision of Police Personnelin 1970. Four subsequent editions have followed during the ensuing three decades. With the beginning of the new millennium, the author's brother, Marvin D. Iannone, has joined in the writing of this sixth edition.During their long law enforcement careers--a combined total of 100 years--both authors realized (and have had this realization confirmed countless times) that certain tenets of the first-line supervisor remain inviolable and that one cannot supervise effectively without an appreciation of these tenets. These time-tested principles include the following: Although a supervisor is a manager, he must first think of himself as a leader. Indeed, one cannot be a leader without followers. A first-line supervisor is apart of those whom he leads, while at the same time beingapart fromthem. In such a role, he must represent the rank and file to senior management and simultaneously represent senior management to the rank and file. When supervising, he must practice the Golden Rule. He must earn, not demand the respect of others. He must set the highest example. He must without exception be consistent and fair. His honor and professionalism must always be beyond reproach.It is the authors' conviction that a supervisor, experienced or inexperienced, who applies the principles and techniques outlined in this book while using the foregoing tenets as an ever-present backdrop will be well on his way toward actualizing his greatest potential.This edition has been updated to be consistent with changes in the law and the currently preferred practices of progressive police organizations.The authors sincerely express their gratitude to all those professionals in law enforcement for their many contributions to the preparation of this book, and we are particularly grateful to all who have had such a profound influence on our professional and personal lives. We also thank the following reviewers: Alvin Berndt, Criminal Justice Institute; Michael Buerger, Northeastern University; Alan Mentzer, Truckee Meadows Community College; and Alan Marston, South Maine Technical College.Our special thanks to Clara and Patricia for their never-ending support and patience. Nathan lannone Marvin lannone